The Office of Faculty Development offers consultative services to individual faculty, small groups, and departments. We further provide faculty support, guidance, and resources to empower and achieve your professional goals.
Myers-Briggs Type Indicator (MBTI)
PRISM
HOGAN ASSESSMENT
Our team knows the value of low-stakes, objective feedback from informed colleagues. Therefore, we are gauging the interest and need of this service to better serve our students by utilizing each other's strengths.
Please contact us with your comments and suggestions.
The Office of Faculty Development offers coaching to interested faculty, of all HR classifications.
Coaching is a collaborative partnership between the coach and the client, also known as the coachee, which aims to enhance the client's personal and professional development. The coach utilizes various techniques, tools, and frameworks to help clients clarify their goals, identify obstacles, and develop action plans to achieve desired outcomes. Coaches use a range of communication skills (such as targeted restatements, listening, questioning, clarifying, etc.) to help clients shift their perspectives and thereby discover different approaches to achieve their goals. Coaching is unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them.
The Office of Faculty Development has designed a mentorship program to connect faculty who wish to have a mentor. This is a voluntary program designed to provide support and resources to our faculty.
Mentoring allows people to learn from one another, providing a path to knowledge transfer. In the professional environment, for instance, someone established in their career can share knowledge and insights, as well as offer guidance, to someone with less experience. Mentoring at its core is the opportunity for people to learn from one another. It enables knowledge transfer between two or more people for the benefit of all.
This traditional one-to-one mentoring relationship can last nine to 12 months. Employees get the opportunity to learn and build skills, which can help grow their careers, keeping them from feeling stagnant in their roles.
This format pairs a more senior employee with a more junior employee. Companies can implement reverse mentoring in a one-to-one or group setting. The younger employee serves as the mentor, providing senior members of the organization with up-to-date information on the latest frontline experiences, technical skills, and workplace culture.
A mentoring circle is a peer-to-peer format that enables employees to find peers who share common interests or learning objectives, and develop together as a group. People from across departments and generations can learn from one another, expanding institutional knowledge. Employees can also build cross-functional relationships with people of similar or diverse backgrounds.
Dr. Bill Boyer
Associate Dean – Faculty Development
Dr. Shenifa Taite
Assistant Dean – Faculty Development
